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This study aims to investigate the relationships between the different strengths of ties (strong ties and weak ties), types of trust and project performance in megaprojects.

A questionnaire survey was conducted with various experts and professionals involved in megaprojects, and 350 valid responses were received. Data was analyzed by means of structural equation modeling.

The results show that both strong ties and weak ties have positive impacts on trust in megaprojects, but weak ties have a more significant positive effect than do strong ties. Unexpectedly, the introduction of interorganizational trust significantly weakens the effect of the strength of ties on project performance. The indirect influence of the strength of ties on performance has different paths. Weak ties have an indirect effect via calculative trust and relational trust. However, in a strong ties network, inferior stakeholders lack the information necessary to complete a megaproject, and they believe that calculative trust will not promote project performance until the megaproject is successfully delivered. Thus, the effect of calculative trust on project performance is not significant.

These findings provide evidence in regard to strength of ties governance being a part of the effective strategy in improving megaprojects’ performance. It also demonstrates the mediating function of trust and advances the current understandings of the underlying mechanism of the strength of ties on project performance, thus providing implications for researchers and practitioners. However, this study has some limitations. For example, the strength of ties and trust between organizations are a dynamic process in megaprojects. This study does not conduct in-depth analysis of the evolution mechanism and investigate the different levels of trust at different stages of the megaproject. Future research can be guided by these directions.

The main contribution of this study is fourfold. First, this study enriches the literature on strength of ties by accentuating the roles of trust in megaproject context. Second, this study contributes to the theoretical development of a conceptual model for explaining the interrelationships among strength of ties, types of trust and project performance. Third, this study responds to the call “which dimension (i.e. strong ties or weak ties) is more influential” by exploring the direct and indirect effects of strength of ties on project performance. Finally, this study breaks through the limitation of traditional cognition that megaproject management can be met by relying on rigid contracts. In other words, trust can supplement the weakness of rigid contract by forming contract flexibility with different strength of ties. Meanwhile, the specific strategies to establish and maintain trust are given, such as building information model (BIM) collaboration platform and reputation management mechanism.

The purpose of this paper is to analyze the relationship between the demographic characteristics of top management teams (TMTs) (i.e. age, gender, administrative level, senior management experience and educational background) and megaproject performance, with respect to schedule, cost, quality, safety and technological innovation. The results shed new light on the effectiveness of different types of TMT.

This paper collected secondary and objective data from 208 TMT members in 42 megaprojects and employed hierarchical regression analysis to test the research hypotheses.

The findings revealed that age has a significant influence on schedule performance; gender has a significant influence on safety performance; senior management experience has a significant influence on cost performance; and educational background has a significant influence on both schedule and technological innovation performance. However, this study did not find evidence of a significant relationship between the administrative level and megaproject performance.

This paper mainly focused on China’s megaprojects, most of which are globally influential (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), however this sampling approach still limits the generalizability of research findings to other contexts.

The results of this paper contribute to a better understanding of how management team capabilities translate into better project achievements. This paper also provides implications on the criteria for selecting top megaproject managers to optimize the composition of the TMT and realize better performance.

This study aims to investigate how the strength of ties (i.e. strong ties and weak ties) in megaproject networks influences project performance in terms of types of conflicts.

A questionnaire survey was undertaken with professionals in Chinese megaprojects and 445 valid responses were received. A conflict-based theoretical model was developed and tested with structural equation modeling.

The results indicated that task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive effects. Both strong and weak ties positively affected project performance, and that weak ties exerted greater effects on performance. The introduction of conflicts significantly weakened the effect of strong ties on project performance. Strong ties indirectly affected project performance via task conflict and relationship conflict, whereas weak ties affected performance only through task conflict. Task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive impact.

This study identified the positive effect of strength of ties on project performance as well as the constructive and destructive roles of conflicts. Furthermore, the findings provided evidence that strength of ties and conflicts were critical factors for project performance. While, there are still limitations. There are other attributes of megaproject networks, such as network nodes’ characteristics and network structure, which may influence conflicts and project performance. Future research would be conducted to explore the role of these variables. Meanwhile, because different types of conflicts may mutually transform under certain conditions, future research would also address this issue in megaprojects.

As for the management strategies, project stakeholders should know the existence of project networks, exactly assess their resource endowment, especially their external and internal relationship network. In accordance with changes of the project network, stakeholders should share knowledge and learn techniques about how to respond to relationship disturbances, thus reducing relationship conflict and process conflict. Furthermore, stakeholders should place an emphasis on fostering and reinforcing communication and trust, thus effectively resolving task conflict, ambiguity and uncertainty engendered from network ties in a megaproject network.

The main contribution of this study is threefold. First, this study will enrich the literature on strength of ties by accentuating the roles of conflicts in megaproject context. Second, this study contributes to the theoretical development of a conceptual model for explaining the interrelationships among strength of ties, conflicts and project performance. Third, this study will respond to the call “which dimension, i.e. strong ties or weak ties, is more influential” by exploring the direct and indirect effects of strength of ties on project performance.

This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.

Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling.

The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance.

This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation.

This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

Existing research on innovation has mainly focused on how to promote technological innovation in megaprojects and management innovation (MI) in megaprojects is still an unknown research field. The purposes of this study are to examine the effect of MI on megaproject performance and how the top management team (TMT) regulatory focus affects the use of MI in projects. At the same time, the moderating effects of project uncertainties are also tested.

On the basis of an explorative/exploitative ambidextrous analysis framework, this study divides MI into two dimensions: explorative and exploitative MI, and integrates the theoretical perspectives of the TMT regulatory focus and project uncertainties into a research model. Taking 314 responses from megaprojects’ TMTs in China as research data, this study empirically tests the above model.

Results show that exploratory MI has a U-shaped relationship with megaproject performance; whereas exploitative MI has an inverted U-shaped relationship with megaproject performance. The TMT promotion focus has a positive effect on exploratory and exploitative MI; and the TMT prevention focus has a negative effect on exploratory MI but has a positive effect on exploitative MI. Project uncertainties have a positive moderating effect on the positive relationship between TMT promotion focus and exploratory MI, whereas it has a negative moderating effect on the negative relationship between the TMT prevention focus and exploratory MI.

By empirically measuring the relationship between two types of MIs and megaproject performance, this study clarifies the differential mechanism of the effect of different MIs on megaproject performance. This study also examines the MI of megaprojects from the perspective of the TMT regulatory focus and expounds how changes in uncertainties affect the relationship between the TMT regulatory focus and MI.

Megaproject performance measurement (MPM) has received great attention in the project management community, but it primarily focused on the design of performance measures or frameworks. Yet, whether MPM utilization can improve megaproject performance and how project actors use MPM to improve megaproject performance is less well understood. This study aims to investigate whether and how the use of MPM can contribute to better megaproject performance.

Through the lens of the lever of control, this study conceptualizes MPM utilization as diagnostic use and interactive use. A holistic research model and related hypotheses integrating MPM use, project complexity and megaproject performance were established. The model was validated using a partial square-structural equation modeling method.

Based on 214-megaproject data collected through a questionnaire survey in China, the results show positive effects of diagnostic use and interactive use on megaproject performance. Both, however, have substitutional interaction effects. The moderating results suggest that the higher project complexity weakens the positive effects of MPM utilization on megaproject performance.

This study advances megaprojects performance measurement and management literature by validating the value of MPM utilization on performance. It also presents practical implications for project managers to improve performance by appropriate MPM utilization.

Relationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for each stakeholder in dynamic and complex project environments are lacking. The purpose of this research is to propose an NK-network evolution model to evaluate stakeholder performance on relationship management in the development of megaprojects.

The model input includes the stakeholder-associated issues and stakeholders' relational strategies, the co-effects of which determine the internal effects of relationship management in megaprojects. The model processing simulates the stakeholder performance of relationship management under the dynamic and complex nature of megaprojects. The NK model shows the dynamic stakeholder interactions on relationship management, whereas the network model presents the complex stakeholder structures of the relationships between stakeholders and relevant issues. The model output is the evolution graph to reveal the weak stakeholder performance on relationship management in the timeline of the project duration.

The research finding reveals that all stakeholders experience the plunge of stakeholder performance of relationship management at the decision-making moment of the planning stage. Construction, environmental and pressure groups may experience the hardship of relationship management at the start of the construction stage. The government is likely to suffer difficulties in relationship management in the late construction stage. Local industry groups would face challenges in relationship management in the middle of the construction stage and handover stage.

The research provides a useful approach to measuring weak moments of relationship management for each stakeholder in various project phases, considering the dynamic and complex environments of megaprojects. The proposed model extends the current knowledge body on how to make project stakeholder analysis by modelling dynamic and complex environments of megaprojects, with bridging the knowledge domains of evolution modeling techniques and network methods.

The purpose of this research is to seek better relational strategies between formal and informal stakeholder relationships to improve megaproject performance.

The conceptual model was developed with twenty hypotheses based on the literature review. Then a questionnaire survey was conducted, and the collected data were analyzed by Partial Least squares Structural Equation Modeling (PLS-SEM) for validating the proposed model. Finally, the findings were discussed by a comparative study to explain the different effects of the formal and informal relationship on megaproject performance, and the managerial implications are presented for the stakeholders to implement the relationship management in the megaprojects.

The research finding reveals that formal relationship plays a dominating role in cost, quality, and labor protection; meanwhile, it is still more reliable in improving coordination, safety and environmental protection. Both formal and informal relationship is equally important towards collaboration and scheduling while the informal relationship is more effective in communication and project transparency.

The study extends the knowledge of relationship management in the domain of the megaproject performance. It provides a comprehensive and systematic understanding of the impact of formal and informal stakeholder relationships on ten aspects of the megaproject performance by the proposed conceptual model and PLS-SEM results. The research findings contribute to the theory of relationship management on how the different influences between formal and informal stakeholder relationships lead to better megaproject performance from inter-organizational level to project and societal level.

Inter-organizational collaboration is the organizational guarantee and key link to achieve the goals of megaproject management. Project governance has always played an important role in the construction of megaprojects, but the relationship between project governance and organizational collaboration is unclear. The purpose of this study is to explore the role paths of different project governance mechanisms in influencing the collaborative behaviors of stakeholders and collaborative performance and to elucidate the mechanism of project governance on inter-organizational collaboration.

A conceptual framework was developed based on a comprehensive literature review, termed the structural equation model (SEM). The hypotheses of the model were tested based on data obtained from a questionnaire survey of 235 experts with experience in megaprojects within the construction industry in China.

The results show that project governance positively contributes to the collaborative behavior of megaproject stakeholders and the collaborative performance of the project team. Collaborative behavior acts as a partial mediator between project governance and the collaborative performance of the megaproject inter-organization alliance. The complexity of the project modulates the relationship between the governance mechanism of the project and the collaborative behavior of the stakeholders, which affects the collaborative performance of the megaproject inter-organization alliance.

The findings provide theoretical and practical implications for promoting positive collaborative behavior among stakeholders in megaproject selection and improving the collaborative performance of megaproject inter-organization alliances.

As the complexity and uncertainty of megaprojects make it difficult for traditional management models to address the difficulties, this paper aims to design a performance incentive contract through IT applications, thereby promoting the formation of an information-based governance mechanism for megaprojects and facilitating the transformation and upgrading of the construction management model of megaprojects to informatisation.

This paper introduced IT applications into the performance assessment and used the proportion of IT applications replacing traditional manual management as a variable. It analysed different replacement ratios to obtain the optimal solution for the change of contractors behaviours and promote the optimal performance incentive for the informatisation in megaprojects.

The results show that under the condition of the optimal replacement ratio, achieving the optimal state of a mutual win-win situation is possible for the benefit of both sides. The counter-intuitive finding is that the greater the replacement ratio is not, the better, but those other constraints are also taken into account.

This study enriched the research of the performance configuration incentive from a practical perspective. It extended the research framework of IT incentive mechanisms in the governance of megaprojects from a management theory perspective. It clarified the role of IT applications in incentive mechanisms and the design process of optimal incentive contracts under different performance incentive states. The incentives made the contractors work harder to meet the owner's requirements, and it could improve the efficiency of megaprojects, thus better achieving megaproject objectives.